Assessing Projects’ Performance Of Iranian Construction Companies Through Application Of A Maturity Model
| dc.contributor.author | Mohammad, Khoshgoftar | |
| dc.date.accessioned | 2018-05-31T01:38:57Z | |
| dc.date.available | 2018-05-31T01:38:57Z | |
| dc.date.issued | 2010-04 | |
| dc.description.abstract | Construction companies in today’s business environment of rapidly changing technology and fiercely competitive world seek excellence to succeed. Construction companies’ problems usually revolve project performance in terms of cost, time, quality and client satisfaction and may affect their competitiveness. It is vital for construction companies to adopt suitable methods, tools, or techniques that can help them to reduce these problems, assess and improve their project performance. This study aimed at establishing the relationship between the factors of a suitable maturity model and project performance. In this study, a suitable maturity model for Iranian construction companies has been selected to determine the effect of its factors on project performance of Iranian construction companies. The maturity model selected is Organizational project management maturity model (OPM3) and its factors were used to determine their relationship with project performance through three main hypotheses. The study was conducted on 103 respondents among grade 1 and 2 Iranian construction companies. The results of the study analyzed through regression analysis showed that the three main hypotheses were not rejected. The findings indicated that there is a positive relationship among four process improvement stages (standardize, measure, control, and continuously improve) at project, program, and portfolio domain for project management processes as independent variable and cost, time, quality, and client satisfaction as dependent variables. The findings indicated that standardization of project management processes can result in lower variation and uncertainty and higher predictability of processes. Moreover, measurement of project management processes cause better recognition of capability, weaknesses and strengths of processes. Furthermore, control of project management processes enables construction companies to achieve the stable processes. In addition, improvement of project management process would result in maximum efficiency of process. The implications are when project management processes effectively standardized, clearly measured, faithfully controlled, and continually improved at project, program, and portfolio domains, then project performance of construction projects would improve. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/5605 | |
| dc.language.iso | en | en_US |
| dc.publisher | Universiti Sains Malaysia | en_US |
| dc.subject | The factors of a suitable maturity model | en_US |
| dc.subject | and project performance | en_US |
| dc.title | Assessing Projects’ Performance Of Iranian Construction Companies Through Application Of A Maturity Model | en_US |
| dc.type | Thesis | en_US |
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